Posts Tagged ‘survey’

I need your help with the research for my new book ‘ How to avoid getting Fired at the ‘C’ Level’ (working title) – looking in depth at the reality of executive level engagement and understanding of the business change that they have ultimate responsibility for, through the project portfolio that they own, for the organisations that they lead.

Your privacy is guaranteed and therefore I would hope for a completely honest response to all questions; good, bad or otherwise, plus we are only talking about 10 questions and so barely 5 minutes of your valuable time is required.

I have seen in the companies that I have worked for, and I am sure that you have all seen it as well, the special ones amongst us that are on a fast track up through the organisation destined for the hallowed ground of ‘C’ level appointment. We all watch in awe and wonder at the skill and ability in acquiring new skills and mastering new responsibilities and generally doing a whole better than us.

And there is nothing wrong with that at all. They experience the company as broadly as possible with experiences in finance and in sales and in marketing and in manufacturing and even sometimes in services perhaps. They get first-hand experience of the component parts of the businesses that they will one day lead and this is a really valuable preparation. These are the ones identified as having future leadership potential and any company will invest in such people for their joint futures.

Sadly I have yet to see a future ‘C’ work their way through the project arena, the PMO, the project management practise. It seems as if, when it comes down to it, that the project side of the business (as opposed to the operational side of the business) is maybe a little less important, a little less attractive?

There is a danger of cause in putting a non-project person in charge of projects.

A comment from my recent PMO Survey summed it up with ‘the management in charge of the PMO are highly experienced operational managers, each with a significant and solid track record. Unfortunately that expertise does not translate into projects where the deadlines, delivery management and interaction between different role-players are significantly more acute than in operational management’.

So perhaps the ‘C’ is not immediately destined for the PMO leadership role but surely there is a critical need for such future leaders to understand the nature of their ever increasingly project based activities.

Take an action all of you PMO leaders – talk to the ‘powers that be’ and to the fast track talent development agencies in your companies and open up your PMO with an invitation to ‘come on in and enjoy the experience’.

In the long run it will only benefit the PMO, your projects, you yourself and, of course, the organization. Projects are here to stay and with the increase in project activity inside organisations then really the next generation ‘C’ level should understand as much as they can about our world.

Five years ago I released a small book that has made a huge impact, on myself and on many others it seems, and to celebrate this anniversary I want to know more about what you thought of the book and what else it should have had in it and perhaps what I should have left out. My intention is to write a short free eBook called ‘The Extra Lazy Project Manager’ based on your comments and suggestions and release it on 1st September 2014 to coincide with The Lazy Project Managers publication back in 2009.

If you wanted to write a short (300 word max) piece about how the book helped you that would be wonderful and I would include such contributions in the eBook.